INNOVATION & EFFICIENCY
A ‘lessons learned’ document is a good way to show what monitoring tools have been tried out and failed along with why, be- cause invariably someone will want anoth- er tool developed and this lessons learned document can show it has been tried out and what the issues were, to not duplicate effort.
6. Do not recreate the wheel, others have done it
There are quite a few support tools to tap into when looking at how to transform ser- vices and one of those areas is the Map of Medicine link, for example:
‘Map of Medicine can help to achieve the aims of QIPP by enabling the establishing of new services and facilitating commu- nication across traditional boundaries to share best practice and productivity im- provements.’
Use best practice or a dashboard template that has already been developed for QIPP.
Do not recreate the wheel: make sure the wheel is connected to the car and the car can drive to the target.
7. Determine which initiatives will deliver, and which ones will not
Whatever measurement tool is used, it will be quite evident what initiatives are not delivering to target. Weekly meetings to monitor this should feed back to manage- ment detailing action plans and next steps.
Know when the initiatives are not deliver- ing, and what will be the steps to have miti- gation plans on developing new ones to fill the shortfall.
Know when to move on – as stated, through analysis and monitoring (of each initiative) it will become glaringly obvious what is not working.
Kill it, move it, transfer to the next year, but start that process of moving that non- working initiative off the monitoring reg- ister and strategically place it somewhere else. Inform everyone involved that certain initiatives are not working and the reasons for this and the actions which should hap- pen. Immediately take them off the moni- toring register and take into account the shortfall. Begin the process again of using the champion as a subject matter expert, or relationship management expert to gain buy-in and start identifying new schemes to meet the target.
8. Governance is a great word, use it
With the identified steps above, any QIPP programme will work. This is not specu- lative; it is about developing a system to monitor and having a solid governance structure to support.
The above solutions provided are a way of getting to the target set, but not using a specified escalation or risk policy is going to unravel the good work already achieved. Develop a governance to be able to ratify all initiatives intended to be implemented.
Understand who are the players and de- velop a working group that will feed into another board for escalation, and to report risk. Develop a feedback loop so that risk is actioned and a lead is identified and ac- countable. As defined in one dictionary, governance is ‘the act, process, or power of governing’, and this has to be understood by all players within the QIPP team. The process or power of governing the overall programme needs to be embedded. Gov- ernance will give the programme a support system to ratify, pose questions to and for- ward plan, along with having a structure to escalate risk.
9. Have an escalation and risk plan
With a governance structure developed, there will be a clear understanding of where each risk is escalated and a timeline for when this will happen. Questions such as: • An initiative is not working, at what point is this shortfall escalated and to whom? • Who is the person being escalated to, for overall risk? • Which board, group, or working group is any risk escalated too?
There are many questions to begin develop- ing an escalation plan, but there has to be a clear understanding on risk, a comprehen- sive developed risk log and the governance developed to have an escalation plan and risk plan to achieve target.
10. Do not make it complex Do not make QIPP difficult.
Make it simple, develop user-friendly tools as explained above and communicate in all forums the position to date and mitigation as necessary. Know the target, understand the shortfall, and have a plan if it all goes wrong.
Conclusion
The identified solutions above to drive the initiatives are simple. Use each one and have a communication plan to explain what each step means to the organisation, be- cause each culture is different.
Get buy-in from the beginning, work through each step list- ed above, which will drive the initiatives and watch as the target becomes actualised.
Leigh Cantero
TELL US WHAT YOU THINK
opinion@nationalhealthexecutive.com
national health executive Nov/Dec 11 | 37
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